Organisational restructuring seems to be an ever-present solution to many issues – often in the belief that “if we only we had the right structure, we would work better together, be more efficient and effective…etc, etc.”   A bit like the success fantasy that Vivien wrote about in the previous blog.

Now I’m not suggesting that restructures aren’t both necessary and useful in the right circumstances.  However, given that they tend to be quite disruptive, and can have serious impacts on staff, it makes sense to consider how to tackle them using a more collaborative mindset – and to consider some Golden Rules for Thriving in Workplace Disruption.

When proposing a new structure, we invariably ask people what they think. We seek feedback because we want to know about the impact the changes might have, and help people through such changes. This is a great start, but it often misses the most important element – how people feel.   Some might be excited and enthusiastic, while others might be frustrated, lost or frightened. And how people feel influences how, and even whether, they respond. So you may not know how people think if you don’t check and acknowledge how they feel.

One Golden Rule – Check in and listen to how people are feeling, because that is what impacts their behaviour.

Given our unbridled enthusiasm for the change, and the conventional need to be discreet on sensitive restructures, we have a tendency to decide the new structure in a small group and have most of the answers ready in advance. While this seems to make logical sense, such structural changes are inherently complex, impact people, and can never quite appreciate all the nuances of how the organisation operates. From our experience we know that surprising solutions can emerge from tapping into the knowledge and ideas of those involved, and implementation of any new structure is invariably smoother when staff feel they have contributed to the solutions.

Another Golden Rule – Just “try stuff”- generate a range of ideas together (rather than sticking to the first ‘right’ answer), because that delivers smarter and more owned solutions.

As well as being sure of the answer, we often are quite sure how to progress the planning and implementation i.e. the process of involvement and solution finding. While no doubt efficient, it can leave people feeling a bit disenfranchised and “done to”. By stepping back and acknowledging some doubt about what the best process could be, those leading such restructures can invite staff into putting their ‘fingerprints’ on the process, which encourages staff participation and ownership.

A last Golden Rule – allow people to put their fingerprints on the process, and they are more likely to go on the journey with you.